DOCSLIB.ORG

Intrinsyc Software Named One of North

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Intrinsyc Software Named One of North 2000 Deloitte & Touche www.fast500.com THE FAST 500 CRITERIA The Fast 500 is compiled from three sources: Deloitte & Touche's 22 regional U.S. and Canadian Fast 50 programs, nominations submitted directly to the Fast 500, and public company database research. To be considered for the Deloitte & Touche Technology Fast 500, a company must meet these four basic criteria: 1. Be a technology company, defined as a company that develops propri- etary technology that contributes to a significant portion of the com- pany’s operating revenues, manufac- tures a technology-related product, or devotes a high percentage of effort to research and development of technology. 500 Who Have Arrived They boldly innovate technologies and business strategies. Their 2. Meet minimum operating revenue advancements drive entire industries to the next level. They’re the requirements: Deloitte & Touche Technology Fast 500. • 1995 operating revenues must be at least $50,000 for U.S. The Deloitte & Touche Technology Fast 500 serves as a competitive companies and $75,000 CD for benchmark for the industry’s leaders by celebrating the fastest-grow- Canadian companies ing technology companies in the U.S. and Canada. • 1999 operating revenues must be at least $1 million for This year’s Fast 500 averaged a five-year percentage both U.S. and Canadian revenue growth rate of 3,956%. The top five Fast 500 companies companies grew by more than 59,000%. 3. Be in business a minimum Canada 9% The big news for 2000 is that the Internet has come of five years. of age as far as the Fast 500 is concerned. The Internet sector, which barely existed five years ago, 4. Be headquartered in now comprises 17% the U.S. or Canada. of the Fast 500 Fast 500 Companies by Region field, up from just 9% in 1999. West Internet companies 27% Northeast Midwest 25% may dominate the 14% Fast 500 in the com- ing years, but in 2000, as in years past, the software sector Southwest Southeast filled the largest share 4% 21% of Fast 500 slots, making up 46% of the list. 2 www.fast500.com Fast 500 Companies by Industry Segment COMPANIES TO WATCH Software 46% Staying Power Internet 17% • • Five companies have weathered shifting market trends and economic fluctuations to master a remarkable stay- ing power. We salute these companies for being Fast 500 Communications 9% • winners every year since the program’s inception in • • 1995: • Biotechnology 9% • • Other 3% America Online – Dulles, VA Medical, Scientific, Technical Manufacturing 9% iBaset – Lake Forest, CA Computers, Peripherals 5% Intermedia Communications – Tampa, FL Semiconductors, Components, Electronics 2% MRV Communications – Chatsworth, CA VERITAS Software Corporation – Mountain View, CA Fast Approaching the Fast 500: The Rising Stars In technology, the pace of change gets faster every year. That’s why we’ve added a category to recognize technology companies that are quickly making a name for themselves. They have met the same criteria as the Fast 500, except they have been in business a mini- Taking the top honors in the 2000 Fast 500 rankings is Primus mum of three years but, less than five years. We Telecommunications Group, a nimble company that parlayed its expect to see these Rising Stars on the Fast 500 very international telecommunications network into an Internet gold soon. mine. Primus’ revenues leaped from $1 million in 1995 to over $800 million in 1999, for an impressive 71,257% growth spurt. 1. CopperMountain 6. iBasis, Inc. Networks, Inc. Burlington, MA Palo Alto, CA 3-Yr Growth: 15,189% Fast 500 ‘Firsts’ 3-Yr Growth: 53,323% CEO: Ofer Gneezy The Internet Makes a Splash. The hotly competitive Internet sector, CEO: Rick Gilbert made up of companies with unique technology or software developed 2. ITXC Corp. specifically for use with the Internet, made its best showing yet on 7. Alteon WebSystems, Inc. Princeton, NJ San Jose, CA the Fast 500. The number of Internet companies on the Fast 500 near- 3-Yr Growth: 43,099% 3-Yr Growth: 14,649% ly doubled from last year. The Internet’s influence is obvious in the CEO: Tom Evslin CEO: Dominic Orr growth of other companies as well, including most of the top five Fast 500 companies. 3. Extreme Networks, Inc. 8. F5 Networks Inc. Cupertino, CA Seattle, WA The West Cedes the Top Spots. Proving that the pioneers of the New 3-Yr Growth: 38,191% 3-Yr Growth: 12,051% Economy are no longer confined to the West, the top five companies CEO: Gordon Stitt CEO: Jeffrey S. Hussey hail from Virginia, Kansas, New York and Atlanta. It’s the first time in the Fast 500’s six-year history that none of the top five (and only 4. LifeMinders, Inc. 9. coolsavings.com inc. three of the top 10) are in the West. That doesn’t mean the West is Herndon, VA Chicago, IL out of the running. In fact, 27% of the winners—the largest share— 3-Yr Growth: 20,785% 3-Yr Growth: 11,642% are in the West. Coming in a close second is the Northeast with 25%. CEO: Stephen R. Chapin, Jr. CEO: Steven Golden The two regions’ positions were reversed last year. 5. Universal Access, Inc. 10. Tellium, Inc. Canada Stakes a Claim. Canada’s technology community has a long Chicago, IL Oceanport, NJ history of innovation. It’s not surprising, then, that the Canadians 3-Yr Growth: 18,418% 3-Yr Growth: 9,481% made the most of their Fast 500 debut this year by accounting for 9% CEO: Patrick Shutt CEO: Harry Carr of the winning companies. Two of the top 20—Pivotal Corp. and Stratos Global Corp.—are Canadian. This list was compiled from submitted nominations only. www.fast500.com 3 2000 DELOITTE & TOUCHE TECHNOLOGY FAST 500 TOP FIVE www.primustel.com Headquarters: McLean, VA Five-Year Revenue Growth: 71,257% Paul K. Singh, Chairman & Chief Executive Officer one PRIMUS TELECOMMUNICATIONS GROUP, INC. How do you grow by more that 70,000% in five years? Primus Telecommunications (NASDAQ: PRTL) made that leap by antici- pating opportunities and being ready before those opportunities came knocking. In 1995, Primus was reselling voice long-distance services. Eighteen months later, Primus had its own global telecommunications network in place to carry its customers’ traffic. "Next, our goal was to become a $1 billion-plus company by 2002," recalled CEO Paul Singh. "We achieved that goal in 1999." Primus saw gold in the deregulating telecommunications markets and quickly established operating units in targeted regions throughout the world. With its operating units and network in place, Primus entered the ISP market. Now comes the latest Primus goal: to become a $10 billion Internet/data company. Last year the company introduced its iPrimus global initiative to build on its existing ISP business and network infrastructure. As part of that effort, Primus also offers Web host- ing and application service provider (ASP) services, content distribution and streaming media, and ATM+IP-managed bandwidth via Primus’s own network. How will Primus pull this off? As it did five years ago, Primus’ solid foundation should serve it well. "We’ve already invested a lot of money to build a solid infrastructure on a global basis," said Singh. "Now it’s a matter of leveraging existing customers and existing distribution and sales channels." www.euronetworldwide.com Headquarters: Leawood, KS Five-Year Revenue Growth: 66,790% Michael J. Brown, Chairman & Chief Executive Officer EURONET WORLDWIDE INC. two Euronet Worldwide Inc. (NASDAQ: EEFT) may be headquartered in America’s heartland, but, according to CEO Michael Brown, "Our heart and soul grew up in Europe." That’s where Euronet’s network of automated teller machines (ATMs) reside, and it’s where Brown expects the company’s new wireless banking technology to take off. Euronet provides banks and retailers with an infrastructure for connectivity and financial transaction processing. Euronet’s ATM network is the largest in Europe and more than half of its 450 employees are based there. Now Euronet is leverag- ing that strong presence overseas to conquer the wireless mobile commerce market. According to Brown, "With our new products, the service providers can connect to the banks and allow customers to use a mobile phone to conduct the same banking transactions that they conduct at an ATM." Europeans are ahead of the U.S. in adopting mobile phone technolo- gy. There are already 250 million GSM mobile phones outside the U.S. compared to about 84 million in the U.S. To what does Brown attribute Euronet’s skyrocketing revenue growth? "We’re a leader in this industry which is growing tremendously year after year," he said, adding that the key to Euronet’s ongoing success is its European roots. "Euronet was founded in Hungary. Understanding this market has given us the knowledge to grow our business in other markets in Europe and around the world." www.247media.com Headquarters: New York, NY Five-Year Revenue Growth: 59,118% David Moore, Chief Executive Officer & Co-Founder three 24/7 MEDIA If the Web is becoming an advertising-driven medium, then 24/7 Media (NASDAQ: TFSM) is one of the engines behind that drive. 24/7’s servers deliver everything from banner ads to advertiser-sponsored content to more than 4,000 Web sites globally. The company also boasts the world’s largest permission-based e-mail database for delivering banner and e-mail ad campaigns. Established in 1995, the company has acquired its way to a leadership role in Web-based interactive marketing. "In order to grow even faster than the Web was growing, we felt that we’d have to continue to do research and find the right acquisitions.
Load more

Recommended publications
  • 5 the Da Vinci Code Dan Brown
    The Da Vinci Code By: Dan Brown ISBN: 0767905342 See detail of this book on Amazon.com Book served by AMAZON NOIR (www.amazon-noir.com) project by: PAOLO CIRIO paolocirio.net UBERMORGEN.COM ubermorgen.com ALESSANDRO LUDOVICO neural.it Page 1 CONTENTS Preface to the Paperback Edition vii Introduction xi PART I THE GREAT WAVES OF AMERICAN WEALTH ONE The Eighteenth and Nineteenth Centuries: From Privateersmen to Robber Barons TWO Serious Money: The Three Twentieth-Century Wealth Explosions THREE Millennial Plutographics: American Fortunes 3 47 and Misfortunes at the Turn of the Century zoART II THE ORIGINS, EVOLUTIONS, AND ENGINES OF WEALTH: Government, Global Leadership, and Technology FOUR The World Is Our Oyster: The Transformation of Leading World Economic Powers 171 FIVE Friends in High Places: Government, Political Influence, and Wealth 201 six Technology and the Uncertain Foundations of Anglo-American Wealth 249 0 ix Page 2 Page 3 CHAPTER ONE THE EIGHTEENTH AND NINETEENTH CENTURIES: FROM PRIVATEERSMEN TO ROBBER BARONS The people who own the country ought to govern it. John Jay, first chief justice of the United States, 1787 Many of our rich men have not been content with equal protection and equal benefits , but have besought us to make them richer by act of Congress. -Andrew Jackson, veto of Second Bank charter extension, 1832 Corruption dominates the ballot-box, the Legislatures, the Congress and touches even the ermine of the bench. The fruits of the toil of millions are boldly stolen to build up colossal fortunes for a few, unprecedented in the history of mankind; and the possessors of these, in turn, despise the Republic and endanger liberty.
    [Show full text]
  • Ebusiness: the Hope, the Hype, the Power, the Pain
    eBusiness: The hope, the hype, the power, the pain Jack M. Wilson J. Erik Jonsson, ’22 Distinguished Professor of Physics, Engineering Science, Information Technology, and Management President and CEO, JackMWilson Inc. Copyright 1999-2000 by Jack M. Wilson -www.JackMWilson.com What is happening to the world? • A few questions that we hope to answer: – Why has your life been so crazy for last few years? – Why is your CEO feeling uneasy? – What is happening to the stock market? – What is the Internet Tsunami? – How can you survive it? – How can you profit from it? Copyright 1999-2000 by Jack M. Wilson -www.JackMWilson.com In the beginning • In the beginning there was the net. –Jack Wilson • The secret of success is changing the way you think. –Jack Welch • Folks, they say that if you want to be a leader, find a parade and get in front of it. –Jim Barksdale, CEO Netscape. • Nobody is more surprised than me by what has happened over the last four years. –Jeff Bezos, CEO of Amazon.com [Business Week] Copyright 1999-2000 by Jack M. Wilson -www.JackMWilson.com What’s happening? • Do you think the pace of change is accelerating? $3.5 Market Value of Tech Companies $3.0 Initial Development… 1967 $ Trillions $ $2.5 University Networks… 1981 Regional Networks (NYSERNET)… 1988 $2.0 Early ISP,s… 1992 World Wide Web… 1995 $1.5 $1.0 $0.5 $0.0 Incl. Int’l Tech Companies Copyright 1999-2000 by Jack M. Wilson -www.JackMWilson.comSource: Securities Data Company Changing the Face of Industry! Top 40 US-Traded Tech.
    [Show full text]
  • A Study on the Web Portal Industry
    View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by KDI School Archives A STUDY ON THE WEB PORTAL INDUSTRY: By Chan-Soo Park THESIS Submitted to School of Public Policy and Management, KDI In partial fulfillment of the requirements for the degree of MASTER OF STRATEGY & GLOBAL MANAGEMENT Department of Strategy & International Management 2000 A STUDY ON THE WEB PORTAL INDUSTRY: By Chan-Soo Park THESIS Submitted to School of Public Policy and Management, KDI In partial fulfillment of the requirements for the degree of MASTER OF STRATEGY & GLOBAL MANAGEMENT Department of Strategy & International Management 2000 Professor Seung-Joo Lee 1 ABSTRACT A STUDY ON THE WEB PORTAL INDUSTRY By Chan –Soo Park A portal is a site on the Internet that provides a one-stop experience for Internet users, allowing them to check e-mail, search the Web, and get personalized news and stock quotes. Since 1998, the “portal” has been considered the most successful Internet business model. Portal sites have characteristics such as community facilitated by services, revenue that relies on advertising, a highly competitive market, heavy traffic, and an uncertain business. The world wide portal industry is like a battle zone for America’s top three, broad-based and vertical portals. The Web portal industry is dominated by the “top three portals,” which are AOL, Yahoo and MSN, and “vertical portals” such as Go Network and NBC. The broad-based portals --Lycos, Excite@home, AltaVista and Infoseek—do not lag far behind as major competitors. Many challenges face the three key players and broad-based portals.
    [Show full text]
  • Executive Excess 2000 Seventh Annual CEO Compensation Survey
    Executive Excess 2000 Seventh Annual CEO Compensation Survey © 2000 The New Yorker Collection, William Hamilton, from cartoonbank.com. All Rights Reserved. Sarah Anderson and John Cavanagh of the Institute for Policy Studies Chuck Collins, Chris Hartman, and Felice Yeskel of United for a Fair Economy August 30, 2000 IPS The Institute for Policy Studies is an independent center for progressive research and education founded in Washington, DC in 1963. IPS scholar- activists are dedicated to providing politicians, journalists, academics and activists with exciting policy ideas that can make real change possible. United for a Fair Economy is a national, independent, non-partisan organiza- tion founded in 1994 to focus public attention and action on economic inequal- ity in the United States—and the implications of inequality on American life and labor. United for a Fair Economy provides educational resources, works with grassroots organizations and supports creative and legislative action to reduce inequality. © 2000 Institute for Policy Studies and United for a Fair Economy For additional copies of this report, send $5.00 plus $1.50 shipping and handling to: Executive Excess 2000 United for a Fair Economy 37 Temple Place, 2nd Floor Boston, MA 02111 Or, order with a Visa or MasterCard by calling toll free 1-877-564-6833. Institute for Policy Studies United for a Fair Economy 733 15th St. NW #1020 37 Temple Place, 2nd Floor Washington, DC 20005 Boston, MA 02111 Phone: 202-234-9382 Phone: 617-423-2148 Fax: 202-387-7915 Fax: 617-423-0191 Website: www.ips-dc.org Website: www.ufenet.org Email: [email protected] Executive Excess 2000 Seventh Annual CEO Compensation Survey Sarah Anderson and John Cavanagh of the Institute for Policy Studies Chuck Collins, Chris Hartman, and Felice Yeskel of United for a Fair Economy Research Assistance: Steven Friedman Stacie Garnett Jasmine Miller IPS Contents Key Findings .....................................................................................................
    [Show full text]
  • Digitalleadership Leadershipspencer Stuart Unveils “Talent.Com,” a Report on the Sine Qua Nons for C.E.O.’S in the New Economy
    MANAGING DigitalLEADERSHIP LEADERSHIPSpencer Stuart unveils “Talent.com,” a report on the sine qua nons for C.E.O.’s in the New Economy. By James M. Citrin and Thomas J. Neff F WOLFGANG AMADEUS MOZART and Elton John traded they be as successful if they found themselves in each oth- their places in history, would Mozart have become the er’s shoes? biggest rock star of our day? Would Elton John have In both cases, our answer is “yes.” been the greatest composer of all time? Both men were Musical experts agree that the inherent qualities that blessed with perfect musical pitch, a prodigious work make artists great are as relevant today as they were in Iethic, spectacular manual dexterity and a driving ambi- Mozart’s time. So too would we argue that the fundamen- tion. However, while one composed “Eine Kleine Nacht- tal characteristics that make for outstanding business musik” and charmed the royal courts of Europe in the late leadership are as applicable for the New Economy as they 1700’s, the other wrote “Candle in the Wind” and played were in the Industrial Age. However, just as Elton John en- to sellout crowds in Madison Square Garden. hances his music with digital effects and produces music What about Jack F. Welch Jr., the legendary chairman videos for VH1, business leaders must adapt to today’s re- of the General Electric Company, and Jeff Bezos, founder alities. Digital leadership demands living by the enduring and chief executive officer of Amazon.com Inc.? Would principles that make for success, and augmenting them ......................
    [Show full text]
  • Securities and Exchange Commission Form
    QuickLinks -- Click here to rapidly navigate through this document SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 FORM 10-K ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the fiscal year ended December 31, 2000 Commission File Number 0-28018 YAHOO! INC. (Exact name of Registrant as specified in its charter) Delaware 77-0398689 (State or other jurisdiction of (I.R.S. Employer incorporation or organization) Identification No.) 3420 Central Expressway Santa Clara, California 95051 (Address of principal executive offices) Registrant's telephone number, including area code: (408) 731-3300 Securities registered pursuant to Section 12(b) of the Act: None Securities registered pursuant to Section 12(g) of the Act: Common Stock, $.001 par value (Title of Class) Indicate by check mark whether the Registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the Registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. Yes /x/ No / / Indicate by check mark if disclosure of delinquent filers pursuant to Item 405 of Regulation S-K is not contained herein, and will not be contained, to the best of Registrant's knowledge, in definitive proxy or information statements incorporated by reference in Part III of this Form 10-K or any amendment to this Form 10-K. / / As of January 31, 2001, the aggregate market value of voting stock held by non-affiliates of the Registrant, based upon the closing sales price for the Registrant's Common Stock, as reported in the NASDAQ National Market System, was $13,037,967,102.
    [Show full text]
  • Iraq Delivers Weapons Report
    SJMN Operator: NN / Job name: XXXX0523-0001 / Description: Zone:MO Edition: Revised, date and time: 04/26/75, 11:23 Typeset, date and time: 12/08/02, 00:12 1208021MOA0A001 / Typesetter: IIIOUT / TCP: #1 / Queue entry: #0399 CYAN MAGENTA YELLOW BLACK 12/8/2002 MOA1FC SPORTS | GIANTS SIGN TWO, KEEP OPTIONS OPEN ON KENT | PAGE 1C RAY DURHAM, MARQUIS GRISSOM JOIN TEAM SECOND BASEMAN KENT OFFERED SALARY ARBITRATION Sunday ARTS & ENTERTAINMENT L.A. ARTISTS GO BEYOND TRAVEL giving ❤ SPECIAL 16-PAGE SECTION COOL FIVE IDEAS FOR CHRISTMAS, Vision, sincerity on display CALIFORNIA-STYLE Philanthropy in Silicon Valley at San Jose Museum of Art PAGE 1H BEHIND THE BUSINESS SECTION PAGE 1E $1.00 | FINAL EDITION | DECEMBER 8, 2002 | SUNDAY FC . WWW.BAYAREA.COM SERVING NORTHERN CALIFORNIA SINCE 1851 THE NEWSPAPER OF SILICON VALLEY THE INSIDERS Iraq delivers , weapons RICH MAN report 12,000-PAGE DOCUMENT ISSUED WITH A THREAT Mercury News Wire Services BAGHDAD, Iraq — Iraqi President POOR COMPANY Saddam Hussein made a grand ges- ture of cooperation with the United HOW SOME SILICON VALLEY EXECUTIVES MADE FORTUNES Nations on Saturday, turning over a 12,000-page inventory of materials he possesses that could be used for WHILE THE VALUE OF THEIR COMPANIES PLUNGED weapons, but he then turned his open hand into a fist. Iraqi officials said the released doc- (AND IT’S ALL PERFECTLY LEGAL) uments confirmed, in rebuttal of U.S. and British claims, that Saddam Hus- sein’s government had no weapons of FOUR WINNERS mass destruction and no current pro- A Mercury News analysis shows insiders at 40 companies took home AND THEIR LOSERS grams to develop them.
    [Show full text]
  • Who Owns Teaching?
    Who Owns Teaching? Jack M. Wilson CEO UMassOnline.net Formerly: J. Erik Jonsson, ’22 Distinguished Professor of Physics, Engineering Science, Information Technology, and Management President and CEO, JackMWilson Inc. Copyright 1999-2000 by Jack M. Wilson -www.JackMWilson.com Who Owns Teaching? • When trying to determine ownership of anything… • Always apply Sutton’s Theorem First………. Copyright 1999-2000 by Jack M. Wilson -www.JackMWilson.com …. Willy Sutton, that is. • When asked why he robbed banks, Wille Sutton replied: “Because that is where the money is.” Copyright 1999-2000 by Jack M. Wilson -www.JackMWilson.com Applying Sutton’s Theorem • Where is the value in teaching? • Boston Globe reporter to me: – “MIT has just announced that they are putting all of their courses online for free.” How can UMassOnline compete with that?” • Wilson: “What has MIT really done?” Copyright 1999-2000 by Jack M. Wilson -www.JackMWilson.com What has MIT really done? • Did they give away access to some course materials? – Yes • Did they give away access to their classes? – No • Did they give away access to their faculty? – No • Did they give away access to interaction with their students? – No • Did they give away access to their credits? – No – …………………………………. Copyright 1999-2000 by Jack M. Wilson -www.JackMWilson.com Finding the value in teaching • Is it the content? • Last year I taught a graduate course to 125 students. – They each paid over $2800 for that course. – They could have had access to the material in a book ofr under $50. – They could have had access to the material on the web for free.
    [Show full text]
  • Terra Lycos: Creating a Global and Profitable Integrated Media Company
    INSEAD Terra Lycos: Creating a Global and Profitable Integrated Media Company INSPECTIONNot For Reproduction COPY 06/2002-5042 This case was written by Patricia Reese, Research Associate, under the supervision of Soumitra Dutta, The Roland Berger Chaired Professor of E-Business and Information Technology, and Theodoros Evgeniou, Assistant Professor of Information Systems, all at INSEAD. It is intended to be used as a basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation. Copyright © 2002 INSEAD, Fontainebleau, France. N.B. PLEASE NOTE THAT DETAILS OF ORDERING INSEAD CASES ARE FOUND ON THE BACK COVER. COPIES MAY NOT BE MADE WITHOUT PERMISSION. INSPECTIONNot For Reproduction COPY INSEAD 1 5042 “Market leadership is a challenge within our reach, but requires us to achieve several objectives: consolidating our product offerings to make our portals the most comprehensive and compelling on the World Wide Web, taking advantage of our extraordinary cash position to grow profits and extend our website network, and finally offering small- and medium-sized businesses effective e-commerce solutions. Terra Lycos must make full use of our advantage in the convergence of media, communications and interactive content, thanks to strategic alliances with Telefónica, our majority stockholder, and Bertelsmann.” Joaquim Agut, Executive Chairman, Terra Lycos The bright mid-September morning had not started well for Rafael Bonnelly, Terra Lycos’ vice-presidentNot For of content Reproduction management. He had just found out that FIFA,1 the governing body INSPECTIONof World Cup soccer, had given COPY the nod to Yahoo! to design and manage the official 2002 World Cup website.
    [Show full text]
  • As Filed with the Securities and Exchange Commission on August 4, 1997 Registration No
    As filed with the Securities and Exchange Commission on August 4, 1997 Registration No. 333- - - ------------------------------------------------------------------------------- - ------------------------------------------------------------------------------- SECURITIES AND EXCHANGE COMMISSION WASHINGTON, D.C. 20549 ------------------------- FORM S-3 REGISTRATION STATEMENT UNDER THE SECURITIES ACT OF 1933 YAHOO! INC. (Exact Name of Registrant as specified in its charter) CALIFORNIA 77-0398689 (State of incorporation) (I.R.S. Employer Identification No.) 3400 CENTRAL EXPRESSWAY, SUITE 201 SANTA CLARA, CALIFORNIA 95051 (408) 731-3300 (Address, including zip code, and telephone number, including area code, of Registrant's principal executive offices) TIMOTHY KOOGLE PRESIDENT AND CHIEF EXECUTIVE OFFICER 3400 CENTRAL EXPRESSWAY, SUITE 201 SANTA CLARA, CALIFORNIA 95051 (408) 731-3300 (Name, address, including zip code, and telephone number, including area code, of agent for service) Copies to: JAMES L. BROCK STEVE J. BOOM VENTURE LAW GROUP A PROFESSIONAL CORPORATION 2800 SAND HILL ROAD MENLO PARK, CALIFORNIA 94025 (415) 854-4488 APPROXIMATE DATE OF COMMENCEMENT OF PROPOSED SALE TO THE PUBLIC: FROM TIME TO TIME AFTER THE EFFECTIVE DATE OF THIS REGISTRATION STATEMENT UNTIL JULY 29, 1998 OR UNTIL SUCH EARLIER TIME THAT ALL OF THE SHARES REGISTERED HEREUNDER HAVE BEEN SOLD. If the only securities being registered on this Form are to be offered pursuant to dividend or interest reinvestment plans, please check the following box. / / If any of the
    [Show full text]
  • Interim Succession: Temporary Leadership in The
    Business Horizons (2013) 56, 621—633 Available online at www.sciencedirect.com www.elsevier.com/locate/bushor Interim succession: Temporary leadership in the midst of the perfect storm a, b b Christine H. Mooney *, Matthew Semadeni , Idalene F. Kesner a College of Business, Northern Illinois University, DeKalb, IL 60115, U.S.A. b Kelley School of Business, Indiana University, 1309 E. Tenth Street, Bloomington, IN 47405-1701, U.S.A. KEYWORDS Abstract The corporate governance environment has changed. The rate of CEO CEO succession; successions is naturally trending up, succession planning is in dire need of repair, and Interim leadership; boards are under increasing pressure to focus on oversight. This confluence of events Succession planning; creates a ‘perfect storm.’ Within this new environment, interim successions are on Board decision making; the rise. But is it all bad news? This article explores the decision of corporate directors Leadership pipeline; to use temporary chief executive officers (CEOs) and the roles served by these interim Corporate governance leaders. We include a typology of interim CEOs and prescribe the contexts in which organizations can strategically pursue this type of succession. We conclude with a list of recommendations for how boards can most effectively manage interim leadership in the new corporate governance environment. # 2013 Kelley School of Business, Indiana University. Published by Elsevier Inc. All rights reserved. 1. CEO succession: The crisis these companies, Charan stressed the importance continues of enhancing internal leadership development opportunities. Despite the abundance of expert recommendations (e.g., develop the leadership In 2005, Ram Charan, a noted expert on CEO suc- pipeline, consider the external labor pool, separate cession, documented what he referred to as ‘the the CEO and chairman roles) that followed to help CEO succession crisis.’ According to Charan (2005, alleviate the problem (e.g., Dalton & Dalton, 2007; p.
    [Show full text]
  • CEO Champions: What Drives Their Success? Can They Be Effectively Replaced?
    Thesis submitted in partial fulfilment of the requirements for the degree of Doctor of Philosophy CEO Champions: What drives their Success? Can they be Effectively Replaced? by Tianjiao Yuan Henley Business School ICMA Centre Reading, May 2017 I Declaration of Original Authorship I confirm that this is my own work and the use of all material from other sources has been properly and fully acknowledged. Reading, 30.05.2017 Tianjiao Yuan II Abstract This thesis constructs unique CEO performance measurements and rankings, which focus on long-term firm performance from different dimensions. The first empirical analysis of this thesis defines CEO Champions and examines whether CEO Champions can be successfully replaced by their successors. Two CEO Champion Leagues are constructed, and performance of these CEOs and their successors are tested. The documented results show that CEO Champions' successors outperform the successors of Non-Champions' on average. Although Champions’ successors cannot sustain their predecessors’ performance in the univariate framework due to luck reversion, growth cyclicality and priorities diversion, they tend to generate as superior operating performance as their predecessors did after controlling for growth cyclicality in the multivariate framework. These robust findings suggest that corporate boards can effectively replace CEO Champions on average by hiring better successors. Also, predecessors’ legacies left within the firms after stepping down substantially affect their successors’ performance in voluntary turnover events. The second analysis of the thesis explores under what circumstances the successors tend to outperform their champion predecessors. It examines corporate governance, successor origin, predecessor influence and controls for changes in CEO and firm characteristics.
    [Show full text]